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The BRICS delusion

This loose band of misfits is little more than a talking shop

July 10, 2025

6 min read

July 10, 2025

6 min read

There was something deliciously fitting about Vladimir Putin skulking in Moscow, too frightened to attend the recent BRICS summit in Brazil lest he face arrest for war crimes.

The Russian president participated via video link—much like a participant in a particularly awkward Zoom call. Meanwhile, Chinese President Xi Jinping also failed to show, sending a deputy instead. It was the first time since taking power in 2012 that Xi skipped what Russia insists is the future of global governance.

If this is multipolarity and a reinvention of the world order, we might reasonably ask where all the poles have gone.

At the very least, however, the absence of two of BRICS’ most powerful leaders from their own summit did offer the perfect metaphor for the organisation itself: a grandiose concept that consistently fails to show up when it matters.

The notable absences raised questions over the group’s cohesion and global clout, though such questions rather presuppose the existence of clout in the first place.

From acronym to anachronism

It all began so promisingly. In 2001, economist Jim O’Neill at Goldman Sachs coined the acronym BRIC to highlight four emerging economies—Brazil, Russia, India and China—with promising growth prospects. A 16-page research paper morphing into an actual political grouping was perhaps the first sign that something had gone awry.

The countries held their first formal summit in 2009, adding South Africa in 2011 to complete the BRICS quintet.

The transformation from investment thesis to diplomatic talking shop exemplifies how good ideas can be weaponised by mediocre politicians. What O’Neill envisaged as dynamic economies driving global growth has become a collection of governments united chiefly by their shared irritation with American hegemony and their mutual inability to do much about it.

The theatre of the absurd

BRICS, which now includes an expanding menagerie of hangers-on, has spent 15 years perfecting the art of appearing important whilst achieving nothing of substance. The lack of coherence in devising a common strategy and the low ratio between the number of meetings and their outcomes has led observers to describe BRICS as little more than a talking shop.

This understates the problem. Most talking shops at least manage to agree on the price of tea.

Consider the organisation’s signature achievement: holding meetings. There are BRICS networks for everyone from astronomers to statisticians, creating what we might generously call a United Nations for the disappointed.

The sheer volume of conferences gives BRICS the appearance of bustling activity—rather like a government ministry that measures success by the number of memos produced.

Paper tigers and phantom currencies

The bloc’s most persistent delusion concerns its ability to challenge American financial hegemony. For over a decade, BRICS leaders have promised to reduce reliance on the US dollar, create alternative payment systems, and even establish their own currency. The results have been, to put it charitably, modest.

The BRICS New Development Bank is five times smaller than the World Bank, making it less an alternative to Western financial institutions than a tribute act.

As for the much-vaunted BRICS currency, it remains as elusive as a Russian apology. Most BRICS members need American dollars far more than they need each other’s company. China dominates the group so thoroughly—accounting for 52 per cent of its total GDP—that BRICS resembles less a partnership of equals than a collection of countries desperately hoping to benefit from Chinese economic spillovers.

The inconvenient truth is that BRICS projects meant to reduce reliance on the US dollar likely aren’t viable, because many member states’ economies cannot afford to wean themselves off of it. Even the bloc’s champions struggle to articulate its achievements beyond the circular logic that it exists, therefore it matters.

The ICC elephant in the room

Putin’s enforced absence from Brazil crystallised BRICS’ fundamental contradiction. Here is an organisation that positions itself as champion of the Global South against Western imperialism, yet its co-founder cannot travel to member countries without risking arrest by those same Western-designed international institutions.

As a member of the International Criminal Court (ICC) and a signatory of the Rome Statute, Brazil was obliged to arrest Putin had he entered the country.

The irony is exquisite. Putin, who regularly rails against Western legal frameworks, finds himself constrained by the very international law he claims to reject. War crimes, it appears, can complicate the social calendar.

This was the second consecutive BRICS summit Putin was forced to skip due to arrest warrant concerns. For a man who fancies himself a global statesman reshaping the world order, being reduced to virtual participation in his own organisation’s meetings rather undermines the message.

The expansion trap

BRICS’ recent growth spurt has only magnified its incoherence. The bloc has welcomed Egypt, Ethiopia, Iran, the UAE, and others, creating what might charitably be called diversity and less charitably described as chaos.

Adding countries that actively oppose each other—Iran and Saudi Arabia, for instance—to an organisation already struggling with India-China border disputes suggests either optimism resembling delusion or a complete misunderstanding of what successful international institutions require.

Before member states of any international organisation can act in unison, they must align their positions—a task that becomes more difficult with each new addition. When BRICS leaders gather, they spend more time discovering what they disagree about than what they might achieve together.

The verdict

The statistics BRICS enthusiasts brandish—comprising 41 per cent of the world’s population, 24 per cent of global GDP and over 16 per cent of world trade—reveal the organisation’s central fallacy. These numbers reflect the economic weight of individual countries, not collective achievement. Claiming credit for China’s economic growth or India’s demographic dividend makes as much sense as a bus driver taking credit for his passengers’ destinations.

White House officials have said that BRICS isn’t seen as becoming a geopolitical rival. The assessment seems generous. BRICS represents something rather sad: a collection of countries united primarily by their resentment of American power but lacking either the vision or competence to construct a meaningful alternative.

So as Putin stared into his webcam from the Kremlin, watching (some of) his fellow leaders gather in Rio without him, he might have reflected on what BRICS has become: not a new world order, but a monument to the gap between ambition and ability.

In an era requiring genuine global cooperation, BRICS offers little beyond the comforting illusion that talking loudly enough can substitute for thinking clearly.

For the world’s most overhyped talking shop, that may have to suffice.

Photo: Dreamstime.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.